Welcome to The Behavioural Insights Team’s Barrier Identification Tool. What is it: This tool will help you to identify and categorise the barriers to a behaviour that you’re trying to change. Step 1: The COM-B Model Overview - a behaviour change framework that can be used to identify barriers to behaviour. Step 2: Review a worked example of how this tool can be used to identify barriers to a behaviour. Step 3: Use the tool to identify barriers to a behaviour you’re trying to change.
case study of anti-smoking program for kids that backfired
This handbook has been compiled by Well Made Strategy (WMS) who have extensive professional experience developing impactful strategic communications across a range of sectors from security to financial inclusion, education, agriculture, health and governance. WMS helps individuals, organisations and networks harness the power of strategic communications to influence policy change, prepare for and anticipate crises, inform the national discourse, build will for social reform and nudge entire communities towards new ways of thinking and behaviours. We have developed this handbook to serve as a guide to strategic communications for those interested in using strategic communications but who may not have an in-depth understanding of the concept.
The purpose of this workbook is to provide a workspace for you to develop your own communications strategy by working through the various modules of the Strategic Communications for Social Change handbook. While the workbook is separate from the handbook, they are closely linked to each other.
This website offers practical tools helping relief and development practitioners understand and tackle the barriers that prevent people from following the desired behaviours.
Welcome to the Behaviour Change for Conservation online course. This open-access online course has been specifically developed to guide behavioural change practitioners, social marketers, communicators, and anyone else looking to develop or implement a behavioural change intervention for conservation gain. The course is spilt into five modules. You can navigate directly to a specific module should you choose. MODULE 1: Outline and overview of opportunities MODULE 2: Designing messaging for impact: framing, priming, and timing MODULE 3: Choosing the right messenger MODULE 4: Identifying mechanisms for impact: behavioural theories, models, and frameworks for change MODULE 5: Insight to inform approaches, research to guide adaptive management, impact measurement
what does my job entail? (describes social marketing)
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Video - Suzanne Suggs, Jeff French et al
We tested how reframing the name of the vegetarian food category shapes food choices. • Environmental, social, and neutral (vs. vegetarian) frames boosted vegetarian choice. • No consistent differences emerged among the three non-vegetarian frames. • We investigated the underlying psychological mechanisms behind the main effects.
5 key principles
video case study - Phill Sherring
You can either have rapid uptake OR large-scale adoption, but generally you don't find both together in these types of initiatives.
demonstrates an important link between expenditure on tobacco control mass media and rates of successful attempts to quit smoking. The more is spent
In this paper, we describe how PSI's qualitative research program developed from 2003 to 2013, and how using an interpretive approach and more appropriate data collection methods improved our consumer insight and marketing planning process.
There are 6 implications I've drawn from this initial analysis: Authentic engagement - embed authentic engagement and feedback processes all through the campaign development journey Behaviour change levers audit - identify and review all of the behaviour change levers, not just those where communications can make a difference Medium, message, messenger - critically analyse the relationship between these for each creative execution Authentic inclusion - ensure diversity is embedded into your teams and planning processes and that this inclusion is authentic and supportive The constraints of comms - recognise circumstances where communications are not the most effective behaviour change and/or confidence building lever Remember that communications don't take place in a vacuum - reflect on how communications can have an impact on the system outside of comms touchpoints
This commentary argues that social marketing and the application of behavioural sciences to policy constitute two converging paths towards better policies. It highlights points of convergence and divergence between both disciplines and the potential benefits of further embedding social marketing principles and methods within the recent trend of applying behavioural sciences to policy.
The 2012 review found 6 studies (combined N = 23 048). In a meta-analysis, the pooled odds ratio for condom use was 2.01 (95% confidence interval [CI]: 1.42-2.84) for the most recent sexual encounter and 2.10 (95% CI: 1.51-2.91) for a composite of all condom use outcomes. Studies had significant methodological limitations. Of 518 possible new citations identified in the update, no new articles met our inclusion criteria.
SHOPS Plus developed the Social Marketing Organizational Development Assessment Tool that benchmarks progress in the institutional development of social marketing organizations. The tool assesses a social marketing organization across three areas of sustainability: technical, institutional, and financial.
This video explains a campaign with Brazil’s biggest football club asking people to become an immortal fan by becoming an organ donor. The campaign reduced the wait list for organs to zero.
Based on benefit-cost analysis, increased productivity and employment may have substantial economic benefits over several decades: $1,251 to the state as a whole for each $1 invested in the SDR social marketing campaign. $36 in benefits to the state government for each $1 invested.
We applied a Hidden Markov Model* (see Figure 1) to examine how and why behaviours did or did not change. The longitudinal repeated measure design meant we knew about food waste behaviour at two points (the amount of food wasted before and after the program), changes in the amount of food wasted reported over time for each household (more or less food wasted) and other factors (e.g. self-efficacy). By using a new method we could extend our understanding beyond the overall effect (households in the Waste Not Want Not program group wasted less food after participating when compared to the control group).